IN-QUARTERS INSPECTION (STAND BY)

When the first sergeant wants to conduct an in-quarters inspection, the members are
positioned on line with their equipment (or as near it as possible).
a. The platoon sergeant positions himself in the path of the inspecting officer at a
point near his area of responsibility. At the approach of the inspecting officer, the platoon
sergeant commands Platoon, ATTENTION, salutes, and reports, “Sir, the platoon is
prepared for inspection.”
NOTE: When the situation dictates, the platoon sergeant may report to the inspecting
officer outside of the quarters. A designated individual commands the
members to Attention as the inspector enters the quarters (bay).
b. The platoon sergeant then guides the inspector along a route dictated by the
physical arrangement of the personnel and equipment. Upon entering the area, the highest
ranking soldier present commands AT EASE. As the inspector approaches each
individual or his equipment, the individual automatically assumes the Position of
Attention. When the inspector has moved to the next man, the last man inspected resumes
the position of At Ease. As the inspector begins to exit the area after completing the
inspection, CARRY ON is commanded.
NOTE: When inspecting soldiers’ rooms, Attention is not commanded. The
individuals automatically assume the Position of Attention as the inspector
enters the room. The inspector then commands AT EASE. As the inspector
approaches each soldier, the soldier assumes the Position of Attention and
resumes At Ease after he has been inspected.

The 30-inch Step from the Halt

To march with a 30-inch step from the Halt, the command is Forward, MARCH.
a. On the preparatory command Forward, shift the weight of the body to the right
foot without noticeable movement. On the command of execution MARCH, step
forward 30 inches with the left foot and continue marching with 30-inch steps, keeping
the head and eyes fixed to the front. The arms swing in a natural motion, without
exaggeration and without bending at the elbows, approximately 9 inches straight to the
front and 6 inches straight to the rear of the trouser seams. Keep the fingers curled as in
the Position of Attention so that the fingers just clear the trousers.
b. To Halt while marching, the command Squad (Platoon), HALT is given. The
preparatory command Squad (Platoon) is given as either foot strikes the marching
surface as long as the command of execution HALT is given the next time that same
foot strikes the marching surface. The Halt is executed in two counts. After HALT is
commanded, execute the additional step required after the command of execution and
then bring the trail foot alongside the lead foot, assuming the Position of Attention and
terminating the movement.

Resilience-A Leadership Perspective

     Resilient leaders can recover quickly from setbacks, shock, injuries, adversity, and stress while
maintaining their mission and organizational focus. Their resilience rests on will, the inner drive that
compels them to keep going, even when exhausted, hungry, afraid, cold, and wet. Resilience helps leaders
and their organizations to carry difficult missions to their conclusion.
     Resilience and the will to succeed are not sufficient to carry the day during adversity. Competence
and knowledge guide the energies of a strong will to pursue courses of action that lead to success and
victory in battle. The leader’s premier task is to instill resilience and a winning spirit in subordinates. That
begins with tough and realistic training.
     Resilience is essential when pursuing mission accomplishment. No matter what the working
conditions are, a strong personal attitude helps prevail over any adverse external conditions. All members
of the Army—active, reserve, or civilian—will experience situations when it would seem easier to quit
rather than finish the task. During those times, everyone needs an inner source of energy to press on to
mission completion. When things go badly, a leader must draw on inner reserves to persevere.

Introduction to Drill and Ceremonies

“Gentlemen: you have now reached the last point. If anyone of you doesn’t mean business let him say so now. An hour from now will be too late to back out. Once in, you’ve got to see it through. You’ve got to perform without flinching whatever duty is assigned you, regardless of the difficulty or the danger attending it. If it is garrison duty, you must attend to it. If it is meeting fever, you must be willing. If it is the closest kind of fighting, anxious for it. You must know how to ride, how to shoot, how to live in the open. Absolute obedience to every command is your first lesson. No matter what comes you mustn’t squeal. Think it over - all of you. If any man wishes to withdraw he will be gladly excused, for
others are ready to take his place.”
Theodore Roosevelt, Remarks to Recruits, 1898

IMPLICATIONS FOR ORGANIZATIONAL LEADERS AND UNIT COMMANDERS

 To be effective team builders, organizational leaders and commanders must be able to identify and
interact with both formal and informal teams, including—

• The traditional chain of command.
• Chains of coordination directing joint, interagency, and multinational organizations.
• Chains of functional support combining commanders and staff officers.

Although leading through other leaders is a decentralized process, it does not imply a commander or
supervisor cannot step in and temporarily take active control if the need arises. However, bypassing the
habitual chain of command should be by exception and focused on solving an urgent problem or guiding
an organization back on track with the leader’s original guidance

Giant Print Ranger Handbook

The Giant print Ranger Handbook will be available very soon. We are just finishing the format. Current version has 7 font. New version will have 11 font. What a difference.

Printed Ranger Handbook is here.

An enduring expression for Army leadership has been BE-KNOW-DO. Army leadership begins with
what the leader must BE—the values and attributes that shape character. It may be helpful to think of these as internal and defining qualities possessed all the time. As defining qualities, they make up the identity of the
leader.

Who is an Army leader?
An Army leader is anyone who by virtue of assumed role or assigned responsibility inspires and
influences people to accomplish organizational goals. Army leaders motivate people both inside and
outside the chain of command to pursue actions, focus thinking, and shape decisions for the greater
good of the organization.the leader must BE—the values and attributes that shape character. It may be  helpful to think of these as internal and defining qualities possessed all the time. As defining qualities, they make up the identity of the leader.

1-2. Who is an Army leader?
An Army leader is anyone who by virtue of assumed role or assigned responsibility inspires and
influences people to accomplish organizational goals. Army leaders motivate people both inside and
outside the chain of command to pursue actions, focus thinking, and shape decisions for the greater
good of the organization.Army leader is anyone who by virtue of assumed role or assigned responsibility inspires and influences people to accomplish organizational goals. Army leaders motivate people both inside and outside the chain of command to pursue actions, focus thinking, and shape decisions for the greater
good of the organization.

1-3. Values and attributes are the same for all leaders, regardless of position, although refined through
experience and assumption of positions of greater responsibility. For example, a sergeant major with combat
experience may have a deeper understanding of selfless service and personal courage than a new Soldier.

1-4. The knowledge that leaders should use in leadership is what Soldiers and Army civilians KNOW.
Leadership requires knowing about tactics, technical systems, organizations, management of resources, and the tendencies and needs of people. Knowledge shapes a leader’s identity and is reinforced by a leader’s actions.KNOW. Leadership requires knowing about tactics, technical systems, organizations, management of resources, and the tendencies and needs of people. Knowledge shapes a leader’s identity and is reinforced by a leader’s actions.

The Basis of Leadership

The Basis of Leadership

     All Army team members, Soldiers and civilians alike, must have a basis of understanding
for what leadership is and does. The definitions of leadership and leaders address their
sources of strength in deep-rooted values, the Warrior Ethos, and professional
competence. National and Army values influence the leader’s character and professional
development, instilling a desire to acquire the essential knowledge to lead. Leaders
apply this knowledge within a spectrum of established competencies to achieve
successful mission accomplishment. The roles and functions of Army leaders apply to
the three interconnected levels of leadership: direct, organizational, and strategic. Within
these levels of leadership, cohesive teams can achieve collective excellence when
leadership levels interact effectively.